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marketing management knowledge
Questions and Answers of
Marketing Management Knowledge
1. Identify which channel and intermediaries will provide the best coverage of the target market for your product or service.2. Specify which channel and intermediaries will best satisfy the
Your marketing plan may need an estimate of the size of the market potential or industry potential (see Chapter 8) for a particular product-market in which you compete. Use these steps:1. Define the
To conduct a consumer analysis for the product—the good, service, or idea—in your marketing plan:1. Identify the consumers who are most likely to buy your product—the primary target market—in
1. To summarize information about external factors, create a table similar to Figure 3-2 and identify three trends related to each of the five forces (social, economic, technological, competitive,
What is the most appropriate model of a learning organisation to adopt in your organisation?
Describe how incorporating the tools, techniques, technologies and tactics of KM can help in the context of SBIM?
The concept of KM and populomics are both relatively new—discuss, in the context of this case exercise, how introducing such new concepts impacts on the clinician, the patient and the delivery of
As many of the interventions suggested in this chapter are time consuming, how can organisations manage effectively in times of discontinuous change?
How would you manage redundancies as part of a KM initiative?
What are the dangers of the three-phase change management strategy of unfreezing, moving and refreezing (Lewin 1951)?
What determines the nature and level of consultation given that a manager could lose control in the change process?
What is the most effective approach to training and development if the organisation has limited resources?
What are the ethical issues associated with a portfolio approach to management development?
Discuss the advantages and disadvantages of individual and collective incentive schemes.
What type of recognition schemes are likely to be most effective in knowledge management initiatives?
Some commentators believe that cultural change programmes do not deliver their goals. How feasible is it for human resource interventions to influence the deeper values, beliefs and attitudes rather
What is the best way of developing political skills in the change process?
What systems-oriented issues may need to be overcome before successful implementation of the proposed system?
The technical issues appear to have been overcome. What people and process issues remain?
What are the benefits of virtual worlds such as Second Life for Shell?
Assuming high developmental costs, what can organisations do if they find their intranets and data warehouses are rarely visited by their employees?
How could second-generation semantic webs co-exist with first-generation, HTMLbased webs? Are there potential opportunities and challenges for knowledge sharing?
In group processes, how do you manage conflicting ‘collective maps’ of tacit routines?
A 2002 thesis proposed by Stephen Wolfram, chief executive of Mathematica, was that all knowledge could be described as an algorithm. How far do you agree with such a proposition and is the end goal
What are the barriers facing human–computer interaction and the ability of humans to place greater trust in personalisation and agent technologies to meet their needs?
If knowledge-discovery techniques can analyse only 5–10 per cent of data in large databases, what are the dangers of making decisions and building strategies on partial information?
What parameters are likely to encourage the adoption of certain tools and technologies over others in organisations?
Apart from saving travel costs, what are the likely advantages of using video-conferencing tools in an organisation?
What is the best way of managing two large data warehouses in a merger or acquisition situation?
When are traditional tools of knowledge creation and sharing such as a blank piece of paper or telephone more useful than more sophisticated tools outlined in this chapter?
What KM tools are most appropriate for a given business problem?
What is the nature of different KM tools and technologies?
How do these technologies help capture and share the valuable tacit knowledge or‘know how’ in an organisation?
Why are Web 2.0 tools important for business?
What are the different forms of Web 2.0 tools?
How can you overcome the scepticism of boardrooms towards Web 2.0 tools?
Reflect on all the different aspects of your knowledge that you use in everyday life.Spend five minutes drawing a map showing the diversity of your knowledge and the relationships between the various
From your experience, what role has serendipity played when you’ve been trying to find information? Can you describe these experiences and see any patterns within them? How valuable have you found
What do you consider to be the main strengths and limitations of case-based reasoning systems in organisations? How often do you use past lessons and experiences to solve current problems? What would
Reflect on how the internet and your company’s intranet have increased your knowledge base. What are the strengths and limitations of this new medium? How can the internet or extranet help your
Relational databases are very popular in organisations nowadays. What are your experiences of using these databases? How useful do you find them, particularly databases of customer records? Are there
What benefits have wikis brought to Shell?
How would you promote greater user engagement with wikis in Shell?
What are the benefits of virtual worlds such as Second Life for Shell?
Assuming high developmental costs, what can organisations do if they find their intranets and data warehouses are rarely visited by their employees?
How could second-generation semantic webs co-exist with first-generation, HTMLbased webs? Are there potential opportunities and challenges for knowledge sharing?
In group processes, how do you manage conflicting ‘collective maps’ of tacit routines?
A 2002 thesis proposed by Stephen Wolfram, chief executive of Mathematica, was that all knowledge could be described as an algorithm. How far do you agree with such a proposition and is the end goal
What are the barriers facing human–computer interaction and the ability of humans to place greater trust in personalisation and agent technologies to meet their needs?
If knowledge-discovery techniques can analyse only 5–10 per cent of data in large databases, what are the dangers of making decisions and building strategies on partial information?
What parameters are likely to encourage the adoption of certain tools and technologies over others in organisations?
Apart from saving travel costs, what are the likely advantages of using video-conferencing tools in an organisation?
What is the best way of managing two large data warehouses in a merger or acquisition situation?
When are traditional tools of knowledge creation and sharing such as a blank piece of paper or telephone more useful than more sophisticated tools outlined in this chapter?
Clearly outline why KM, its tools techniques, technologies and tactics are so critical in moving from data to decisions in a radiology settings.
What are the major barriers and facilitators in effecting such transformations? Be sure to identify these in terms of people, process and technology issues.
What processes are involved in the care of the joint replacement patient?
How can the tacit, implicit and explicit knowledge be organized?
What are key metrics and measurements of success?
How can current resources be maximized and optimized?
What are the impediments to getting the work done?
How can capacity be increased?
What technologies would improve processes?
What is the role for KM in this context?
Outline how both tacit knowledge and explicit knowledge would increase the efficacy of the breast screening program.
In order to develop an appropriate KM solution, it is necessary to consider people, process and technology issues. Outline how the key considerations of people, process and technology are relevant to
How can the knowledge created through artificial intelligence be mapped to KM and its core components? Justify your explanation with appropriate examples.
What strategies would you recommend to foster a KM culture in healthcare (similar to the breast screening case exercise)?
What are the cultural considerations that are highlighted in this case and how does KM facilitate reaching a superior healthcare outcome?
Identify examples of tacit and explicit knowledge in this scenario?
What are some general lessons?
Why and how can a KM approach facilitate the implementation process?
Outline a suitable KM driven success scenario. Be as specific as you can and be sure to address all people, process and technology issues.
How do you embed knowledge management technologies to a given culture?
what types of cultures are likely to facilitate knowledge sharing and how do you achieve them?
what is the role of the manager in cultivating communities of practice?
what are the drawbacks of collaborative working?
How can technology support complex collaborations?
what are the challenges of collaborating in virtual environments?
Culture is often described as the way we do things around here. How would you describe the culture of your organisation? How homogeneous would you describe this culture? Are you aware of subcultures
what do you see as potential problems in a values-led organisation or a values-led society? How would you describe your own values? From your experience, have you had encounters where your values
Reflect on situations where you have had cultural misunderstandings among friends or colleagues at work. How did you manage those situations and what lessons did you learn? How could some of those
Reflect on your experiences of knowledge sharing. what social environments have made you feel more comfortable about sharing your knowledge? do you think that incentives would help you share
Reflect on different stories you may have heard in your organisation over the past few months. describe some of the stories that are foremost in your mind. what role do these stories play in your
what changes to knowledge online should John mcQuary recommend to Alan boeckmann in light of Fluor’s rapid expansion in south America?
what are the shortcomings of Fluor’s online communities and how could they be improved?
How can Fluor get employees to share project mistakes on knowledge online for the benefit of other employees and the organisation?
if culture is so difficult to change let alone understand, why should managers concern themselves with such a construct?
Communities of practice place considerable emphasis on stories and narratives for embedding tacit knowledge. what are the dangers in the current literature for not considering other surface
what issues need to be considered when the culture of different communities of practice may differ significantly from the dominant organisational culture?
is radical innovation or double-loop learning asking for cultural change when its tenets are to question the underlying assumptions and values in an organisation?
what is the relevance of measuring organisational or group cultures?
How does the concept of ‘ba’ add to the seCi model of knowledge conversion?
in what ways could the development of values of ‘care’ be detrimental to an organisation?
if communities of practice are the main component of a firm’s knowledge management strategy, how do you evaluate them?
what are the advantages and disadvantages of online communities of practice or threaded discussion groups?
How do you discard obsolete practices and routines that are embedded in a community of practice?
What are the problems of an action-oriented organisation?
How can reflection be incorporated into organisational routines?
How can tacit and explicit knowledge be managed effectively?
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